Respond To This With Any Job I Would Like To Be Viewed As

Respond To Thiswith Any Job I Would Like To Be Viewed As An Asset Bec

Respond To Thiswith Any Job I Would Like To Be Viewed As An Asset Bec

respond to this With any job, I would like to be viewed as an asset because that's what I know I can be for them. An asset can be described "... as something that in the future, can generate cash flow, reduce expenses, or improve sales, regardless of whether it's manufacturing equipment or a patent." (Barone, 2020) However, just like equipment, employees increase a company's cash flow, boost sales, and decrease expenses. I would say that I am equivalent to an appreciating piece of property because as I further my knowledge and skill levels, I become more valuable to a company. Once I receive my degree I am able to show company's that I have been trained and educated for the certain role they are looking to hire for.

Personally, I like the two categories and believe that they can really assist HR in determining who is a good potential fit for a role, recognizing achievements of employees, and allows them to grow with the rest of the business world. The term "cost" doesn't fit very well into the 21st century PSS as one of it's goals is "treating human resources as an asset and investment." rather than "treating personnel as a cost." (Klingler, Nalbandian, and Llorens, 2018) If hired as director, I would look to recognize and record skills, achievements, promotions, etc. of all employees. Understanding your workforce, knowing the essential skills and qualifications needed for each position, and being able to select a candidate from in house can really improve a company's entire dynamic.

Paper For Above instruction

The perspective of viewing employees as valuable assets rather than merely costs is a fundamental shift in modern human resource management. This approach emphasizes the importance of recognizing the intrinsic value that skilled and knowledgeable employees bring to organizations, aligning with contemporary trends that focus on investing in human capital. In this paper, I will explore why being perceived as an asset is advantageous for employees and how organizations benefit from adopting this mindset, supported by relevant theories and scholarly insights.

Firstly, understanding the concept of an asset in financial terms helps elucidate why employees are integral to business success. Barone (2020) describes assets as resources capable of generating future returns, reducing costs, or improving revenue streams. Employees, much like machinery or patents, contribute to these outcomes by increasing productivity, fostering innovation, and enhancing customer satisfaction. The analogy of being an appreciating property underscores the long-term value of continuous skill development. As individuals enhance their capabilities through education and experience, their value to the organization grows, which in turn benefits the company's overall performance.

Additionally, viewing employees as assets fosters a positive organizational culture that values growth and development. This perspective aligns with the shift away from traditional cost-centric management towards a human-centered approach. Klingler, Nalbandian, and Llorens (2018) advocate for treating human resources as investments rather than expenses. This shift has profound implications for HR strategies, including talent acquisition, performance appraisal, and employee retention. Recognizing achievements, skills, and promotions underscores an organization's commitment to nurturing its workforce, which can improve morale and commitment.

Moreover, the strategic recognition and documentation of employee skills and accomplishments facilitate better workforce planning. As a potential director, I would prioritize creating systems that actively monitor employee development, identify skill gaps, and support targeted training programs. Such practices ensure that internal talent can be leveraged effectively, reducing reliance on external hiring and fostering organizational loyalty. This approach also supports the development of a diverse and adaptive workforce capable of responding to changing market conditions.

Research indicates that organizations which perceive employees as assets tend to experience higher engagement levels, lower turnover rates, and improved performance metrics. For instance, conductive HR policies that emphasize employee development are associated with increased innovation and competitive advantage (Kaufman, 2015). Additionally, organizations with strong internal recognition systems promote a culture of achievement and accountability, ultimately contributing to sustained growth.

Despite the benefits, there are challenges in shifting organizational mindset from costs to assets. It requires committed leadership, appropriate measurement systems, and a long-term perspective on human capital investments. Leaders must recognize that investments in employee training, recognition, and career development yield dividends over time. For example, implementing comprehensive performance management systems that track skill acquisition and achievements can provide tangible evidence of employee value (Armstrong & Taylor, 2014).

In conclusion, being viewed as an asset is essential for personal career growth and organizational success. This perspective encourages continuous learning, contribution, and alignment with strategic goals. For organizations, adopting an asset-focused approach to human resources management leads to a more engaged workforce, higher productivity, and sustainable competitive advantages. As an aspiring professional, I aim to demonstrate my value through ongoing development, achievement recognition, and aligning my skills with the organization's needs, thereby contributing positively to its success and evolution.

References

• Armstrong, M., & Taylor, S. (2014). Armstrong's Handbook of Human Resource Management Practice (13th ed.). Kogan Page.
• Barone, A. (2020). Investopedia. Corporate Finance & Accounting.
• Kaufman, B. E. (2015). The personnel/supply chain management divide: Implications for HRM and research. Human Resource Management Review, 25(4), 350-370.
• Klingler, D. E., Nalbandian, J., & Llorens, J. J. (2018). Public Personnel Management (7th ed.). Longman.